Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
In their race to the top, brand owners will need to move beyond the published sustainability rankings and indexes. This white paper explains why they need to develop their own metrics which speak directly to their specific sustainability strategies and goals.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
In their race to the top, brand owners will need to move beyond the published sustainability rankings and indexes. This white paper explains why they need to develop their own metrics which speak directly to their specific sustainability strategies and goals.
Brighter Planet Employee Engagement and Sustainability Survey 2009Elizabeth Lupfer
An Analysis of the Extent and Nature of Employee Sustainability Programs . This report sheds light on the interactions between employers and their employees around sustainable actions in the
workplace. Includes useful social media data as a communications channel.
Source: Brighter Planet, http://brighterplanet.com/research
Be inspired to live a healthier life through Kiqplan challenges. Our fun workplace challenges highlight the need for change, directing focus on living a healthier lifestyle.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
Six growing trends in corporate sustainability 2013Jaime Sakakibara
Earlier this month Ernst & Young and GreenBiz Group released a new study, entitled ‘2013 Six Growing Trends in Corporate Sustainability.’ Based primarily on a survey of the GreenBiz Intelligence Panel of executives and thought leaders engaged in sustainability, this study reveals that “companies are increasingly connecting the dots between risk management and sustainability by making sustainability issues more prominent on corporate agendas.”
The Lasting Impact Report surveyed the returned volunteers from nine companies who volunteered between 20 14 and 2017. The findings show that 91% of respondents were more engaged with their company’s CSR policy, 77% were better able to see how the company’s operations affected the poor and marginalised and 78% were better able to see how the sustainability policy and operations could be improved. Most importantly, 74% actively made recommendations for positive change in their company.
Brighter Planet Employee Engagement and Sustainability Survey 2009Elizabeth Lupfer
An Analysis of the Extent and Nature of Employee Sustainability Programs . This report sheds light on the interactions between employers and their employees around sustainable actions in the
workplace. Includes useful social media data as a communications channel.
Source: Brighter Planet, http://brighterplanet.com/research
Be inspired to live a healthier life through Kiqplan challenges. Our fun workplace challenges highlight the need for change, directing focus on living a healthier lifestyle.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
Six growing trends in corporate sustainability 2013Jaime Sakakibara
Earlier this month Ernst & Young and GreenBiz Group released a new study, entitled ‘2013 Six Growing Trends in Corporate Sustainability.’ Based primarily on a survey of the GreenBiz Intelligence Panel of executives and thought leaders engaged in sustainability, this study reveals that “companies are increasingly connecting the dots between risk management and sustainability by making sustainability issues more prominent on corporate agendas.”
The Lasting Impact Report surveyed the returned volunteers from nine companies who volunteered between 20 14 and 2017. The findings show that 91% of respondents were more engaged with their company’s CSR policy, 77% were better able to see how the company’s operations affected the poor and marginalised and 78% were better able to see how the sustainability policy and operations could be improved. Most importantly, 74% actively made recommendations for positive change in their company.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
Highlights - The state of corporate citizenship in Brazil - 2012
1. FE1302
Gestão Estratégica do Suprimento
e o Impacto no Desempenho das
Empresas Brasileiras
Reflections on the current sustainability stage
of Brazilian corporations
By Lucas Amaral Lauriano, Eduarda Carvalhaes and Rafael Augusto Tello Oliveira
Petrobras Sustainability Core
More than simply a fad theme, sustainability is to contemporary companies a fundamental issue to be
carefully considered. In Brazil, this reality should not be different. Many an aspect should be considered
as underlying this issue, which will directly interfere in the performance of organizations. They carry direct
impacts upon all corporate processes, and become determinants for business results.
For the purpose of assessing the sustainability issue in Brazilian companies through the lenses of different
aspects, Fundação Dom Cabral’s Petrobras Sustainability Core (NPS) developed a research effort
called “Estágio da Sustentabilidade das Empresas Brasileiras [T.N.: The Sustainability Stage of Brazilian
Companies], conducted by researchers Lucas Amaral Lauriano, Eduarda Carvalhaes and Rafael Tello.
The study included the participation of 172 companies from different Brazilian industries and regions. From
this total number of respondents, 69% are comprised by large companies with more than 250 employees.
As a backbone to the analysis, the investigation contemplated the seven main aspects of corporate
sustainability: the Sustainability Concept; Strategic Intent; Structure; Transparency; Issues management,
Stakeholder Relationship; and Leadership. Respondent and company profiling questions were also included.
Read the interview with Lucas Amaral about the seven aspects of the investigation, and the conclusions
derived and perspectives unveiled by the study.
Tell us how Brazilian companies
contemplate and define
sustainability.
C
ertainly. In our investigation, companies emphatically
agreed that organizations should be concerned with
environmental, economic and social issues, involving
their employees and the community. This shows us
that the sustainability concept is quite advanced in
Brazilian organizations. However, there is also a deep
understanding that many companies remain in their
speech vis-à-vis this theme only.
Notably, 98% of all companies concur in that
organizations should operate ethically, and 98% of
all companies believe that sustainability should be a
corporate priority. In turn, 87% of them believe that
many companies promote sustainability without being
really committed with it, and 31% of the companies
agree in that sustainability should be completely
voluntary without any law to regulate it.
What is the purpose of
sustainability in companies?
What do they intend to achieve
with it?
By analyzing our findings, we noted that the main strategic
intent of Brazilian companies as concerns sustainability is
related to reputation or financial gains from the use of fewer
natural resources. Besides, partnerships are also motivated
by reputation and innovation gains.
2. Data indicate that 92% of all companies concur in that
sustainability improves their reputation and image;
75% of them pursue the initiative of reducing costs by
means of efficiency improvements in materials use; and
74% of the respondents agree in that their companies
include sustainability as a part of their traditions and
values. Besides, 67% of the companies state that they
establish partnerships to extract financial gains from the
identification of innovation opportunities; 66% of them
state that they establish partnerships to improve their
reputation; and 48% of organizations heard resort to
sustainability as a marketing differential.
Is there an understanding of
the actions that can entail new
opportunities for companies via
sustainability-related initiatives?
Certainly. The most frequent initiative, as indicated by
75% of the respondents, is cost curbing by improving
efficiency in the use of materials. Increasing brand
awareness as “green” or socially responsible is, in turn,
the least accomplished initiative, indicated by 23% of
the respondents.
How are sustainability
responsibilities managed? Could
we say that sustainability actions
and sectors are “islands” within
the organization, or are they
somehow integrated?
Although Brazilian companies have already assigned
individuals or teams in charge of issues related
to sustainability, there are still procedures these
companies should develop. The absence of individual
goals established for the managers as concerns issues
entailing sustainability issues shows the dissociation
between the organizational structure and the integration
between the sustainability area and other areas.
This prompts the teams in charge of sustainability
to become “islands” within their companies. Another
important issue is training the teams from different
areas to deal with sustainability issues. Without this
individual awareness, achievement of the individual
goals established is jeopardized.
What were the findings obtained
by your investigation concerning
this topic?
Well, 67% of the Brazilian companies stated they
assigned somebody or a team to be in charge of
sustainability-related issues, and 63% of them believe
they have sustainability-related policies or statements.
On the other hand, 49% of the organizations state that
their individual managers are given goals relating to
employee education, training and career improvements,
compared to 48% who claim that individual managers
have their performance goals relatively to environmental
responsibility.
About transparency. Are
companies transparent today
vis-à-vis their environmental,
economic and social
performance?
We noted that Brazilian companies are now beginning to
report their sustainability-related activities; however many
environmental impacts caused by organizations have not
been measured yet, which quantitatively and qualitatively
jeopardizes the information contained in the reports. There
are some initiatives seeking to report this information, but
their ability to become inputs for managerial improvement
is limited by the lack of information on some activities.
Surveys indicate that 59% of the companies claim to report
sustainability-veered initiatives; 51% of them state they
measure the impacts of their environmental initiatives upon
their businesses; another 45% of the respondents claim to
measure the social impacts of their social initiatives; and
32% of them measure the impacts of their social initiatives
upon their businesses.
.
What is the companies’
response capability in terms of
sustainability policies, programs
and performance?
Some level of concern with the environmental impacts
caused by the activities developed by Brazilian companies
is already discernible, besides the conveyance of this
information to consumers, measuring performance
and seeking economic gains from the decrease
of environmental resource consumption in their
production lines. However, the same concern is not as
clear as concerns social issues, such as the inclusion
of economically underprivileged populations in the
marketplace as workers or as consumers. Besides,
emergent employee-related issues such as diversity and
human rights also need attention.
The main data referring to this item indicate that 71% of
the investigated companies claim to have environmental
responsibility-related goals and objectives; 66% of
them claim sustainable product and service-related
goals and objectives; 66% claim employee education,
Reflections on the current sustainability stage of Brazilian corporations
2
3. training and career goals and objectives; and 55% of
the organizations state they have community supportrelated goals and objectives.
Do they indicate the areas they
consider priorities in this process?
Yes. Basing on the resources invested in community
support activities – such as money, time, and donations
in kind – we also asked the companies what were the
three priority areas in the past year. The area being given
the greatest attention from companies, as indicated by
52% of respondents, is professional training, followed
by education at 49% and environmental issues at 48%
of the response.
How do companies engage
themselves with their
stakeholders in this matter?
In the Brazilian case, it is possible to observe how
communication has developed with specific stakeholders,
such as customers and NGOs, but the weak relationship in
the establishment of partnerships with other stakeholders
shows the need to advance along these lines.
In percentage terms, the scenario is this: 61% of the
companies claim they discuss sustainability outside the
company with their stakeholders, such as suppliers,
consumers, regulators, NGOs, etc.; 57% of them claim
they involve themselves considerably in the provision of
training and development opportunities for lower-wage
employees; 52% of the interviews support balancing
working hours for all employees, including those
paid by the hour; 46% stated they are considerably
involved in offering training programs to people in
economically underprivileged communities; and, finally,
38% consider the possibility of hiring people from poorer
or underprivileged communities.
One of the essential issues in
this conversation has to do with
leadership. Could you say these
managers support sustainability
or pursue efforts to ensure it?
The most important factor for an organization’s corporate
sustainability is support from its leaders. In Brazilian
companies, leaders should be at the forefront of the
sustainability efforts, which does not happen significantly.
Besides, the Board does not clearly participate in
sustainability issues either. From respondent companies,
51% stated that the CEO leads the sustainability agenda
in the organization and an equal percentage emphatically
FDC Executive
agrees that the Board of Directors reviews and approves
the sustainability program.
Following the analysis of the
seven issues reviewed, let us look
at the issues that also deserve
reflection. For example, how can
Brazilian companies advance in
sustainability management?
The investigation clearly shows the dissociation between
the understanding of what sustainability is and its
application in organizations. The sustainability concept
is already understood by Brazilian companies, but we
noted that these companies are not yet ready to deal
with socioenvironmental requirements from their different
stakeholders. For Brazilian organizations to advance, it is
necessary to build internal capabilities such as to bridge
the gaps unveiled by the investigation.
Before closing, a question is
inevitable: how to ensure that
sustainability is not just “the
fad of the day” but, instead, a
principle to be factored into the
organization’s DNA?
This is a very important question. The first point to
be observed is the need to raise the awareness of all
people in the organization. It is of no avail to install a
sustainability area working in isolation, or without the
due understanding by the remainder of the organization.
In the same vein, it is of no avail having a conscious
leader who demands global sustainability goals for
the company when his employees do not understand
sustainability and how it is managed.
Therefore, there should be a major awareness-raising
process involving all areas and sectors, with the purpose
of demonstrating sustainability as a strategic, transversal
theme directly influencing the organizations performance,
and not only a beautiful ideal involving environmental,
economic and social issues.
Would a pathway to this be the
creation of goals involving all
employees?
Certainly. It is necessary to establish individual goals,
because we observed a disparity between the existence
of some goals for the entire organization and for individual
managers. Besides, several sustainability aspects
deserve attention, such as human rights and diversity.
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4. Would seeking new partnerships
be another important strategy?
Mention a few aspects that can
still be approached.
Yes. To deal with these new themes, many organizations
noted the need to seek partnerships with other actors,
such as schools, companies pursuing the same activities
and having the same suppliers. Therefore, establishing
partnerships with different stakeholders is an alternative
for the construction of internal capabilities in Brazilian
companies, prompting organizations to move towards a
more advanced corporate sustainability stage in the future.
The research opens myriad possibilities by means of
several questions that can be incorporated. We wrote a
list including a few of them, to wit:
What conclusions have you
reached with your investigation?
The sustainability stage approach proves interesting
because it presents the opportunity of comparison along
time. Because of the investigation, it was possible to
extract a sample of how sustainability management is
in Brazilian companies. The sample of 172 Brazilian
companies is concentrated on large-sized organizations,
and future editions will exact more responses from micro,
small and medium sized businesses. Concerning Brazilian
states, the research effort included representatives from
the entire country; however, the north and northeastern
regions are still weakly represented. Therefore, future
editions will seek more respondents from these regions.
•• How to create internal capabilities in the companies?
•• How to balance stakeholders’ requirements with the
companies’ capacity to entertain them?
•• Why isn’t sustainability awareness as a strategic
theme a business priority?
•• How to change business goals into personal goals?
•• What types of projects require companies to partner
with their different stakeholders?
Anything else to add for the
future?
These questions are but a few of the many roused by the
study and provide inputs for future investigations. There
is also the possibility of writing case studies of companies
that are in higher sustainability stages for the purpose of
playing a role model for organizations at lower stages.
Another possibility is the use of the methodology to review
a specific company’s sustainability management seeking
improving its action along the issues reviewed.
Tell us about the perspectives of
this effort.
So far, we have concentrated upon the global research
results. However, because of the wealth and amount of
data harvested, several other studies could have been
pursued with the objective of verifying the stages of
sustainability in the different industries, activity segments
and even perception by respondent age.
The full Research Report can be found at the Petrobras Sustainability Core site:
http://www.fdc.org.br/pt/pesquisa/sustentabilidade/construcao/Paginas/conteudo.aspx
Reflections on the current sustainability stage of Brazilian corporations
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